Kate Golonka

Managed Women's Leather Goods and Accessories 'Universe'. Coached a team of Managers, Seniors CAs, Expert CAs and Client Advisors, provided end-to-end support to the Store Management in delivering high level of client experience, and drove the performance of the 'Universe'. Achievements - Supported people development resulting in 5 promotions to the Manager position, 4 to the Senior Client Advisor position and 1 to the Expert position - Enhanced “delighted clients” rate by 9 percentage points and reduced “poor-client experience” rate by 5 percentage points - Consistently reached target growth in 2018 and 2019 in the department and 80% of the individual categories - Planned and prepared for successful audit of all processes and procedures including the sales process, stock organization, and retail operations both in front and back of house - Redesigned store’s rota patterns to encourage “Transversality” between all staff members within LV aiming to build ultimately a fully transversal team able to manage across the teams and sell across the brand in all universes

Managed the end-to-end sales on LV's shop floor at Harrods. Led and coached the team comprising up to 40 client advisors, built client relationships, proactively fostered achievements of the sales goals and ensured that Louis Vuitton Promise standards are achieved. Achievements - Achieved 13% growth (vs 2015) in Women's Accessories sales in 2016 - Conducted hosting and floor management workshops, monthly touch-bases and daily sales briefings and recorded 103% average selling target among my team members and 21% in ‘delighted clients’ - Implemented novel operating method for cashiers by streamlining their processes, and achieved significantly low error rate: circa 30 errors among 53,000+ transactions during 2016

- Managed 7 locations across UK and Ireland with a multi-million pound turnover, employing 40 members of staff including 7 managers, and reporting to the Retail Director of EMEA - Monitored sales and profit plan across stores to maximize performance across business - Managed and set KPI’s for teams, and reviewed performance against given targets - Executed seasonal buying and merchandising strategy for all PINKO stores - Ensured optimal product mix in the stores by analyzing product category “sell-out” using detailed trade reports, and supported sales effort to increase average transaction value - Ensured ideal inventory levels across all stores - Developed junior managers to manage their teams and maintain teams’ motivation - Conducted staff appraisals, disciplinary meetings and recruitment - Led sales resource planning across all stores, working with store managers by preparing and reviewing rotas - Introduced PINKO to “Harrods Online” and followed optimal online merchandising strategy - Reviewed competitor activity continually to remain best-in-class in market Achievements - Delivered 12% Constant Annual Growth Rate (CAGR) in sales over 3 consecutive years - Maintained low ‘stock discrepancy’ levels across all stores - Attained the No.1 position in the ‘Mystery Shopper’ check at Harrods Fashion Lab in 2014 scoring 98%

- Achieved 4% CAGR across stores in UK and Ireland over 2010 and 2011 by driving sales teams daily to ensure profitability and swiftly addressing any shortfalls from targets - Supervised analysis of product sales reports and product performance to identify “slow sellers” and “best sellers” among the stock - Conducted multiple road show training in the UK and Poland to ensure staff are up-to-date with PINKO's product set and retail strategy - Led multiple launch events of PINKO's Autumn-Winter and Spring-Summer collections at Harrods - Analyzed the specialized “Global Blue” reports regarding shopping habits of customers from different nationalities and trained staff appropriately and optimized recruitment, product-mix, and timing Achievements - Set up retail operations in Russia and Poland when PINKO took over the in-country franchise businesses, and managed end-to-end store openings of the new stores in Poland - Managed end-to-end, the opening of 1 new concession in BT2 in Ireland - Turned-around under-performing concession during Q4 2011 through hands-on management, which resulted in a 4.5% y-o-y growth via a 19% q-o-q growth. - Trained sales teams to employ superior standards of customer service and obtained high performance scores (89% average across stores) on mystery shopping exercises

- Created and conducted training programmes for all sales teams, which included training on fashion trends, KPI’s, product, customer service, client books and effective sale methods Achievements - Developed and implemented structured interview framework for recruitment - Coached around 30 sales personnel to obtain coveted store approval from Harrods - Framed structured induction material and used the same to orient new joiners